MCT2

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• Organizational Culture Shared values, beliefs and norms which influence the way employees think, feel and act towards others inside and outside the organization
• Organizational Culture Levels To distinguish between levels and elements of culture so as to be able to understand and drive culture change
• Key attributes of organizational culture Shared, Pervasive, Enduring and Implicit
• Socialization Stages To differentiate between the stages of socialization in order to intervene appropriately when human resource problems occur
• National Culture Dimensions To identify the dominant characteristics of different national cultures so as to be able to interact appropriately with their citizens
• Competing Values Framework To distinguish the component sub-cultures of organizations so as to be able to deal with intra-company conflicts
• Schein's Three levels of organizational culture Surface manifestation, Values, Basic Assumptions
• Surface manifestation What you see, hear and feel
• Values What you are told
• Basic Assumptions What employees take for granted
• What distinguishes the three levels of organizational culture Visibility and accessibility by individuals
• Surface Manifestations (Observable culture) of Organizational Culture Culture’s most accessible forms which are visible and audible behavior patterns and objects
• Surface Manifestations of Organizational Culture include Artifacts, ceremonials, courses, heroes, jokes, language, legends, mottos, norms, physical layout, rites, sagas, slogans, stories, symbols
• Organizational Values The accumulated beliefs held about how work should be done and situations dealt with, that guide employee behavior.
• Basic Assumptions Invisible, pre-conscious, unspoken, ‘taken-for-granted’ understandings held by individuals concerning human behavior, nature of reality and organization’s relationship to its environment.
• Basic Assumptions relate to Quality, stability, morality, economy, excellence, profitability, predictability, responsibility, innovativeness
• Organizational Socialization The process where employee’s pattern of behavior, values, attitudes and motives is influenced to conform to those of the organization
• Seven Steps in the process of organizational socialization Select, humiliate, train, evaluate, adherence, reinforce, role model
• Anticipatory Stage of Socialization The expectations that a newcomer has about the job or organization before starting work
• Accommodation Stage of Socialization Period during which newcomers learn about company norms, values, behaviors and expectations, and adjust themselves to them.
• Role Management Stage of Socialization Fine-tuning newcomers’ learning and adding those responsibilities expected from fully-fledged organizational members.
• Role Modeling A form of socialization in which an individual learns by example, copying the behavior of established organizational members.
• Organizational culture takes place between two camps managerial and social science
• Managerial culture has, integration, culture managed, symbolic leadership
• Social Science Culture is, Differentiation/ fragmentation, Culture tolerated, management control
• Integration (or unity) Perspective on Culture Regards culture as monolithic, characterized by consistency, organization-wide consensus and clarity.
• Differentiation Perspective on Culture Sees organizations as consisting of subcultures, each with its own characteristics and which differs from that of its neighbors.
• Fragmentation (or conflict) Perspective on Culture Consisting of an incompletely shared set of elements that are loosely structured, constantly changing and which are generally in conflict.
• Value sets The four competing sub-cultures that make up an organization's culture
• Value sets are labeled by Clan, Hierarchy, Adhocracy and Market Culture
• Strong Culture An organization’s core values and norms are widely shared among employees, intensely held by them, and guide their behavior.
• Strong Culture is defined as one that possess Intensity and Sharedness
• Weak Culture There is little agreement among employees about organization’s values and norms, the way things are supposed to be, or what is expected.
• Internal Integration The process through which employees adjust to each other, work together, and perceive themselves as a collective entity.
• External Adaption The process through which employees adjust to changing environmental circumstances to attain organizational goals.
• Culture is based on Physical proximity, Frequent interactions, Random interactions, Learnings, Similarity
• Cultural Intelligence An individual’s capability to function and manage effectively in culturally diverse settings.
• The four dimensions of cultural intelligence Metacognitive, Cognitive, Motivational, Behavioural.
• Social Orientation The relative importance of the interests of the individual versus the interest of the group – individualism v collectivism.
• Power Orientation The appropriateness of power / authority within organizations – respect v tolerance.
• Uncertainty Orientation The emotional response to uncertainty and change – acceptance v avoidance.
• Goal Orientation The motivation to achieve goals – aggressive masculinity v passive femininity.
• Time Orientation The time outlook on work and life – short term v long term.
• Types of power To distinguish between the different types of power exercised within a group for job and group design purposes
• Team roles To understand each of the team roles so as to be able to assemble effective work teams
• Group leadership styles To distinguish group leadership styles to be able to assess which is most effective in which group situation
• Person-group fit The interpersonal compatibility between individuals and the members of their immediate groups.
• Virtual team Members who never meet but rely on technology-mediated communication to accomplish an interdependent task
• Hybrid Teams Team where some members work in the office, others work remotely, often from home.
• Spatial dispersion work in different geographical locations
• Temporal dispersion Work in different time zones
• Organizational dispersion Work across organizational boundaries
• Cultural dispersion Come from different countries or cultures
• Altering Membership Join and leave their teams frequently
• Technological communication Communicate mainly electroncally
• Employee distancing Have little or no face-to-face contact
• Group Structure The relatively stable pattern of relationships among different group members
• Group process the patterns of interactions between the members of a group.
• Group process include Direction, quantity, & content of communication, decision-making & problem-solving style
• Social Role the set of expectations that others hold of an occupant of a position.
• Team role an individual’s tendency to behave in preferred ways contributing, and interrelate with, other members.
• Three distinct leadership styles Authoritarian, Democratic, Laissez-faire
• Authoritarian Leadership Leader stresses the distinction between themselves and their followers. Profession relationship, maintain control.
• Democratic Leadership Shares decision-making with group members, promoting their interests by practicing social equality.
• Laissez-faire Leadership Leader gives followers resources to achieve their goals.
• Distributed leadership the exercise of leadership behaviors, informally and spontaneously, by staff at all levels, taking collective responsibility, or turns in leadership roles depending on circumstances.
• Power the capacity of individuals to overcome resistance, to exert their will, and to produce results consistent with their interests and objectives.
• Reward Power Ability to exert influence based on other’s belief that the influencer has access to valued rewards which will be dispensed in return for compliance.
• Coercive Power Ability to exert influence based on other’s belief that the influencer can administer unwelcome penalties or sanctions.
• Referent Power Ability to exert influence based on other’s belief that the influencer has desirable abilities and personality traits that can/should be copied.
• Legitimate Power Ability to exert influence based on other’s belief that the influencer has authority to issue orders which they in turn have an obligation to accept.
• Expert Power Ability to exert influence based on other’s belief that the influencer has superior knowledge relevant to the situation and the task.
• Formal Status Collection of rights/obligations associated with a position, as distinct from the person who may occupy that position.
• Social status the relative ranking that a person holds and the value of that person as measured by a group.
• Sociometry the measurement of interpersonal feelings and relationships within groups.
• Sociogram diagram showing the liking (social attraction) relationships between individual members of a group.
• Communication network analysis Technique of direct observation to determine source, direction and quantity of oral communication between co-located members.
• Communigram a chart that indicates the source, direction and quantity of oral communication between members during a group meeting.
• Communication pattern analysis Technique using analysis of documents, data, voicemail transmission, to determine the source, direction, quantity of oral and written communication between the dispersed members of a group.
• Communication pattern chart indicates the source, direction and quantity of oral and written communication between the dispersed members of a group.
• Interaction process analysis a technique used to categorize the content of speech.
• Task activity an oral input, made by a group member that contributes directly to the group’s work task.
• Maintenance activity an oral input, made by a group member that reduces conflict, maximizes cohesion and maintains relationships within a group.
• Networked individualism people functioning as connected individuals rather than embedded group members, moving between different sets of co-workers, using their ties to get jobs done; and relying on digital media to connect themselves with others.
• Deindividuation To appreciate the possible harmful dynamics operating within groups which can negatively affect individual employee behaviour to the detriment of the company
• Socialization To understand how on joining, new recruits experience the parallel processes of group and organizational socialization in order to effectively manage their induction
• Conformity To understand the process of conformity by an individual within a group so as to be able to apply it for organizational purposes
• Group Norm Formation To understand how norms emerge within a group and how they affect both individual behaviour and team performance so as to be able to modify them if required
• Social Identity To understand how the concept affects both individual behaviour and team performance in order to effect outcomes
• Self-concept the set of perceptions that we have about ourselves.
• Social Identity that part of the self-concept which comes from our membership of groups and which contributes to our self-esteem.
• Social Categorization classifying the people we meet, on the basis of how similar or different they are, from the way that we see ourselves.
• Self Categorization perceiving ourselves as sharing the same social identity as other category members, and behaving in ways consistent with that category stereotype.
• Self-esteem That part of the self which is concerned with how we evaluate ourselves
• Self Representations the beliefs, ideas and values, objects, people and events that are constructed by current group members, and which are transmitted to its new members.
• Shared Frame of Reference assumptions held in common by group members which shape their thinking, decisions, actions and interactions, while being constantly defined and reinforced through those interactions.
• Social Influence the process whereby attitudes and behaviours are altered by the real or implied presence of others.
• Social Facilitation the effect of the presence other people enhancing an individual’s performance.
• Synergy the positive or negative result of the interaction of two or more components, producing an outcome that is different from the sum of the individual components
• Social Compensation when group cohesion and evaluation are absent, a person who cares about the quality of the group’s output, will expend greater effort to compensate for others in the group who are performing inadequately
• Social Loafing the tendency for individuals to exert less effort when working as part of a group than when working alone.
• Free Rider a member who obtains benefits from team membership without bearing a proportional share of the costs for generating that benefit.
• Group Norm an expected mode of behaviour or belief that is established either formally or informally by a group.
• Pivotal Norm socially defined standards relating to behaviour and beliefs that are central to a group’s objective and survival.
• Peripheral Norm socially defined standards relating to behaviour and beliefs that are important but not crucial to a group’s objective and survival.
• Group Sanction a punishment or a reward given by members to others in the group in the process of enforcing group norms.
• Group Socialization the process whereby members learn the values, symbols and expected behaviours of the group to which they belong.
• Organizational Socialization the process through which an employee’s pattern of behaviour, values, attitudes and motives is influenced to conform to that of the organization.
• Conformity a change in an individual’s belief or behaviour in response to real or imagined group pressure.
• Ostracism Isolating an individual from the group. An individual or a group failing to take actions that engages another organization member when it would be customary or appropriate to do so.
• Obedience a situation in which an individual changes their behaviour in response to direct command from another.
• Group Cohesion the number and strength of mutual positive attitudes between individual group members.
• Hazing the unofficial socialization practice of initiating newcomers into their groups and teams by engaging in degrading behaviours towards them.
• Work Group Inclusion an employee’s perception of themselves to be an esteemed member of their group.
• Deindividuation an increased state of anonymity that loosens normal constraints on individuals’ behaviour, reducing their sense of responsibility and leading to an increase in impulsive and antisocial acts.
• Compliance a majority’s influence over a minority.
• Conversion A minority’s influence over a majority
• Work Group Rituals formal, sequenced, repeated utterances and actions, transmitted traditionally, and performed regularly by and for the benefit of members.

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